AKA How not to be a millionaire fast, but instead build something that may last.
Attracting and keeping good talent is never easy, especially when you’re a small company or start-up. It’s like trying to convince a Ferrari driver to take your rusty bicycle for a spin because “it has character.”
Finding people who are clearly better than you at specific tasks often seems financially out of reach for small companies. The math is depressingly simple: they want champagne money, you have a beer budget. Fortunately, entrepreneurs (regardless of size) share a superpower: creativity, willingness to make mistakes and learn from others. Some might call this “being too stubborn to admit defeat.” I prefer “optimistically persistent.”
What you’ll find below sits somewhere between a business model and a creative brain-fart, refined after making many wonderful mistakes and reading some books by people smarter than me. It is not, strictly speaking, a universal solution. But then again, neither was the wheel and that turned out reasonably well. I hope it sparks your imagination and inspires you to adapt it to your unique needs.
Offer talented individuals a flexible side project they can pursue alongside their main jobs. Our unique model combines true ownership over their expertise, radical transparency in all company matters, and meaningful financial rewards. Team members receive both fixed compensation and profit sharing, while gaining valuable experience in a fast-paced, mistake-friendly environment that actively supports their professional growth.
Think of it as professional dating: we’re looking for long-term relationships, not one-night stands. And yes, we believe our team members should enjoy their work with a smile, because we’re convinced that happiness translates directly into better products and services. Life’s too short for miserable Monday meetings.
At Code Snippets, the Chieftan-role system embodies our commitment to true ownership. Each team member serves as a “Chief” in their specific area of expertise, reflecting our belief that the best results come from giving people complete ownership over their domain.
Think less “corner office” and more “this is my area and I know exactly what I’m doing here, thank you very much.” Our Chiefs don’t have fancy titles on business cards (we don’t have business cards), but they do have something better: genuine authority over their craft.
Each Chief is chosen because they excel in their specific area. They're genuinely better at it than anyone else on the team. This isn't participation trophy leadership. You earn your crown by being demonstrably brilliant at one particular thing more than all the other things you’re good at.
Chiefs have the freedom to make decisions in their domain, backed by the trust and support of the team. We hand over the keys and trust people not to drive into a ditch. So far, the ditch count remains remarkably low.
While Chiefs own their primary area, they're encouraged to contribute ideas and grow in other areas. We never restrict people to "stay in their lane." Lane-staying is for motorways. We prefer scenic routes.
Despite individual ownership, Chiefs work together in a flat structure where everyone's voice matters and impacts are directly visible. The org chart is less of a pyramid and more of a roundtable. With better snacks.
"I fear not the man who has practiced 10,000 kicks once, but I fear the man who has practiced one kick 10,000 times. But I fear most the man who integrates all kicks into his own style..."
This system works because we carefully select people who can operate autonomously, take initiative, and share our core values. The result is a dynamic team where expertise meets entrepreneurial spirit, creating an environment where innovation thrives through true ownership and shared responsibility.
Or, to put it another way: we give smart people permission to be smart, then get out of their way and occasionally bring coffee.
When evaluating potential team members, focus on these key aspects:
Ask candidates to describe situations where they took complete responsibility for a project. Look for examples of self-directed decision-making and initiative. The stories that light up a room tend to come from people who've actually been in one.
Present real-world challenges and observe how they approach solutions. Do they take ownership of the problem or look for others to provide answers? The difference matters more than any CV line item.
Structure interview questions around your core values. For example:
Remember that this evaluation is crucial as the entire transparent team model depends on finding people who can operate autonomously and align with your values. Take time during the hiring process to properly assess these qualities, as rushing this step is a common mistake that can lead to problems later.
Speaking of mistakes, try to avoid mine as seen in the next section. Learn from my pain, it’s free.
While building transparent teams, I’ve made several key mistakes that you can learn from. Think of this as my “greatest hits” album, but instead of catchy tunes, it’s professional face-plants:
In my eagerness to grow the team, I sometimes overlooked red flags during interviews. Because apparently "gut feeling" isn't a valid hiring criterion. Take time to properly assess candidates' ability to work autonomously and align with your core values.
Initially, I wasn't specific enough about deliverables and timelines. Turns out "do good work" isn't quite specific enough. Now we set clear objectives while maintaining flexibility in how they're achieved.
Early on, I struggled to truly let go. Shocking revelation: talented people don't like being babysat. If you hire the right people, trust them to deliver without constant oversight. That's literally why you hired them.
Waiting too long to address performance issues can create tension. Waiting three months to mention something isn't working is apparently "not helpful." Have regular, open discussions about both successes and areas for improvement.
Technical skills alone aren't enough. Skills matter, but so does not wanting to throw your laptop at your colleague during a standup. I learned to prioritize how new members would fit with the existing team dynamic.
Each of these mistakes taught valuable lessons that helped shape our current approach. They were free to make and expensive to ignore.
They are the experts in a specific topic. You want to work with them because they're better at that particular thing than you'll ever be. Put your ego aside, let them know, and give them control over that topic. Trust them or don't work with them. It's that simple.
If someone makes a contribution, big or small, acknowledge it. Not just privately in a whisper, but in team meetings, with your customers, on your socials. Public praise costs nothing and pays for itself tenfold. The opposite, taking credit for other people's work, costs everything.
Being part of something is important to all of us. Having a tangible impact on something together with your peers can be fulfilling for anyone, whether you're the co-founder or a fellow adventurer who joined last Tuesday.
Combine true ownership with a safe environment where everyone's mistakes are celebrated as learning opportunities. This results in the whole team learning much faster than in any larger corporation bogged down by fixed roles and red tape. At Code Snippets, if you haven't broken something this month, you're probably not trying hard enough.
Never be the dinosaur that says, "You must stay in your lane." Instead, let people grow in any area they feel they can contribute to the mission. Solid project management ensures their area of ownership is properly covered. Other than that, let them surprise you.
Take time to listen to what they need, provide guidance if wanted and direction when needed. If you have a good network, use it to benefit the people you work with. Leave reviews and recommendations for them, especially for skills they get to develop at your company. This costs you an hour. It could change their career.
Share your vision, financial figures, and the reasoning behind decisions, including everyone's salaries (yours included). Explain these things as if you're teaching a course on running a small company. While an NDA is necessary, this approach is about fostering trust and benefiting from their input. The best ideas can come from the most unexpected places, including the person you hired to do something completely different.
Provide a base earning. This helps maintain certainty and stability. Agree on an approximation of average time and effort in return. At Code Snippets, everyone spends about a day and a half per week. Sometimes more, sometimes less. For this they get a fixed fee and on top of that a flexible one depending on how strong we operate as a team.
Offer a share of your net profit as an additional incentive. This aligns their financial interests with the success of the project and motivates them to contribute more effectively. Also, they get what they, in fact, deserve. Sharing profit isn't generosity. It's honesty.
If the company or project is ever sold, ensure they receive a cut of the exit value. This long-term benefit can be more enticing than immediate financial rewards and encourages loyalty and sustained effort. You want people to stay for the mission, but a nice financial bonus doesn't hurt either.
Allow anyone in the team to request what they need, but discuss it with the team first. Knowing every purchase affects your bonus often leads to better and more affordable decisions. You'd be amazed how creative people get with budgets when it's their bonus on the line.
Instead of traditional hierarchies, we operate with a strong sense of teamwork where everyone's voice matters. Each team member can directly see and feel the impact of their contributions. No burying your work in a drawer. No waiting three years for someone to notice.
At Code Snippets, every team member receives the same quarterly sum and is expected to contribute equally in terms of results, not hours. When someone performs exceptionally well, they receive a bonus. New members start with a lower percentage share, which increases to match the rest of the team after 12 months of growing together.
The maths here is refreshingly simple. Everyone eats from the same pie, and everyone gets to help bake it. The bonus system exists because occasionally someone bakes a particularly excellent pie and that deserves a nod, ideally one that involves money.
“Fair pay is good. Shared success is better.”
€500/month per weekly day committed, paid quarterly
Commitment
Quarterly
1 day/week
€1,500
2 days/week
€3,000
3 days/week
€4,500
4 days/week
€6,000
When contributing one day, we expect 4 time blocks per week. (Yes, we actually did the math. I know, I was surprised too.)
2% of net profit after 3 months
5% of net profit after 12 months
1% of sale after 3 months
2% of sale after 12 months
Note: Exit share forfeited if you leave. (Because breakups are hard enough without also losing money.)
Before the end of year holidays, you receive a bonus budget and approximately 4 weeks to purchase a meaningful gift for yourself. This tradition builds team culture and creates a genuinely fun shared experience. Here are the rules:
Try to use as close to 100% of your allocated amount as possible. The point is to splurge on yourself.
The gift must be for your personal enjoyment or development, not for family or friends. (Yes, we're literally telling you to be selfish. It feels weird. Do it anyway.)
You'll present your purchase at our annual year-end gathering, explaining why you chose it.
Try choosing something that provides ongoing benefit rather than a one-time experience.
Select something you wouldn't normally buy for yourself, but always wanted to.
Taking ownership, light PM, weekly standups with 4 Q’s, contributing creatively.
“No one likes doing PM, unless you’re a PM.”
Truer words have rarely been spoken. Although the quote is oversimplified, the truth remains: we’d rather focus on the work than managing our time. So we make the weekly about showing progress to the team, looking forward, learning from mistakes, and adjusting course if needed. Look into Agile Scrum, Kanban, and any method that encourages flexibility. As for tools, we love GitHub for both project management and development. For all non-dev projects we prefer Notion, because it allows us to sync between environments and customize to our hearts’ content.
What did you accomplish this past week? Feel free to brag. False modesty is for people who haven't shipped anything. Always demo if you can. Seeing is believing, and believing is motivating.
What are you working on next week? Bonus points if it survives contact with reality. It doesn't need to be carved in stone. A general heading in the right direction will do nicely.
Is anything standing between you and progress? Name it. We can't fight the invisible dragon. If something's blocking you, speak up. The sooner we know, the sooner it's gone.
What would make your life easier? A tool, a resource, a minor miracle? Ask and ye might receive. No guarantees on the miracle, but we've gotten surprisingly close a few times.
Must operate autonomously, take initiative, and own roles.
Share core values:
Over short-term profit. Always.
Encourage inquiry and understanding instead of dictating.
Over giving fish. Empower others to learn and grow.
Over keeping the peace. Value honesty even when it's difficult.
Focus on delivering excellence rather than just more.
Cultivate a positive and adaptable mindset as the foundation for success.
Over just getting it done. Strive for personal growth beyond simply completing tasks.
Show respect in all interactions and decisions. Full stop.
Above all, we seek knowledgeable entrepreneurs-to-be looking for a sweet side-gig. Contractors are chosen because they can operate autonomously, take initiative, and truly own their roles. They need the freedom to truly express themselves and develop in ways their 9-to-5 would not allow.
Set your own schedule, maintain better work-life balance. Work in your pyjamas if you want. We literally cannot tell.
Work with multiple clients and industries, reducing dependence on a single income source.
Command higher rates for specialized skills while maintaining the freedom to scale up or down.
Exposure to different projects and technologies accelerates professional growth faster than any corporate training program with mandatory "team building exercises."
5. Work from anywhere, eliminating commute time and geographical constraints. 6.
Engage in diverse projects that keep work interesting and expand your expertise.
Make your own decisions about tools, methods, and work processes.
Benefit from both immediate compensation and long-term success through revenue sharing models.
Develop business skills while building your own brand and client base.
10. Success is measured by results rather than office politics or time served. Nobody cares when you started working. They care what you shipped. ###
Operating as a contractor through your own business entity often comes with significant tax advantages:
Deduct legitimate business expenses including home office, equipment, software subscriptions, and professional development. Your standing desk just became a tax write-off.
Self-employed individuals often have access to more flexible and higher-limit retirement contribution options.
Depending on your jurisdiction, you may be able to split income between salary and dividends for tax optimization.
In many countries, contractors can reclaim VAT/sales tax on business purchases.
Note: Tax benefits vary significantly by country and jurisdiction. Always consult with a qualified tax professional. I am many things, but a tax wizard is not one of them.
Results over time tracking, sprint-based.
We care about what you build, not how many hours you spend building it. If you can solve a problem in two hours that would take someone else two days, congratulations! Go have a coffee and enjoy the rest of your day. Just don’t tell the other guy 😁
Proven for 8-12 people. Meaningful profit sharing + strong communication.
This model has proven sustainable and effective, particularly for teams of 8-12 people max. The smaller team size enables meaningful profit sharing while maintaining strong communication and collaboration. Beyond that size, we’ll need new solutions. But as Douglas Adams once suggested, the best way to deal with a problem is to not have it yet.
Development can be slower. Growth may require scaling up or strategic partnerships.
Development can be slower compared to full-time teams, and that’s a trade-off worth acknowledging honestly. At some point, growth requires either scaling up time commitments or considering strategic partnerships with companies that have broader reach. We haven’t hit that wall yet. When we do, we’ll approach it the same way we approach everything else: openly, together, and probably with too many Notion pages.
Company credit cards with reasonable limits. Only requirement: justify the expense to the team.
“Reasonable” means you can buy lunch and office supplies, not a yacht. Though if you can convincingly argue that a yacht is essential for our business operations, I’m willing to listen.
A special thank you to Shea and all team members 💖 Not just for helping prove this model works, but for actively improving it as we’ve grown together on this shared adventure.
Without you, this would just be me talking to my dog about business models. The dog, for the record, is not impressed by most of my ideas.
